Tasmanian Gourmet Venison Pty Ltd: Business Growth Plan

Fund Requirement for Business Growth

Question:

Discuss about the Business Plan of Tasmanian Gourmet Venison Pty Ltd.

Finance Requirements

“Tasmanian Gourmet Venison Pty Ltd” is an established across-the-board butchery company in Hobart that requires certain amount for business growth in order to establish its retail butcheries all over in Hobart and Launceston (Barton 2016).

Required Finance

“Tasmanian Gourmet Venison Pty Ltd” requires fund of $500,000 in its business growth for establishing its business of butchery. The fund is needed by company in purchasing new machinery, as working capital along with certain leasehold improvements.

Funds Use

For the business, the company might take $500,000 of loan. This fund would be employed in acquiring latest plant and machinery, for paying salary and in marketing strategy development. The amount will be used in development of the company’s new outlets (Hofer 2016).

Funds Advantages on Business

There are several benefits of needed amounts in business expansion strategy of “Tasmanian Gourmet Venison Pty Ltd”. This might facilitate in leasehold enhancements along with interior decoration along with establishment of cold stores that has walk-in. Amounts will be employed in advertising, which can offer company with benefits of attracting consumers within all new outlets. It can offer the advantages of developing attractive facilities along with superior service in order to gather consumers (Jagweet al.2015).

Business Name

The name selected is “Tasmanian Gourmet Venison Pty Ltd” for the newly established business of butchery.

Structure of Business

The structure of the company’s business is to develop and process organic meat and offer them within two segments of market namely wholesale and retail. Through retail trade, the company will promote its locations along with offering superior service. The business structure of the new company will be developed in a manner for offering convenient location, delivery service along with running an internet site (Jones and Penaluna2013).

Key Business Activities

Main business activity associated with “Tasmanian Gourmet Venison Pty Ltd” is to be a supplier of meat products those are organic to Tasmanian people. Managing reproduction and grazing operation will also be among major conducts. The company can focus on vertically incorporating its operations of meat supply in retail and wholesale operations. One other business activity includes breeding and processing deer within on-farm licensed abattoir.

Facilities and Location

“Tasmanian Gourmet Venison Pty Ltd” identified a land in Hobart for lease over the five years along with certain renewing options of the lease for additional two years (Kelly 2017). The plant will have proper interior decoration along with old store walk-in. Another opening can be situated in Launceston after this opening becomes operational which generates positive cash.

New Product, Consumers and Economic Trends

Benefits of the Fund in Business Expansion Strategy

The company will offer its new product of lean meat for the fitness aware target market of customers. This innovative product of meat will have low fat along with cholesterol content than beef, chicken pork and lamb as per the preference of Tasmanian people. The target market of customers for company is specialty restaurants and food markets. Economic trends analysis indicates there is an increasing healthy foods demand within Launceston and Hobart areas. Following this trend, 47 hotels, 18 high-quality butchers and 21 grocery markets offer health advantages in diet along with organic venison products (Simón-Moya and Revuelto-Taboada 2016).

Key Employees

Two game butchers those are specialist will be appointed for Hobart outlet. The staffs is deemed to be responsible for developing organic products of meat for trade in retail and wholesale market. Moreover, four part time assistants for sales will be appointed in awarding casual rates and the responsibilities will include selling organic venison products for retail customers over the counter. Outlet in Launceston might employ two sales assistants and a game butcher that will be a specialist (Roberts et al. 2014).

Superior Features of Product or Service

Venison organic food offered by company is deemed to gather several health benefits as it is rich in polysaturates vital for developing health. Meats of New venison offered will be low fat diets with 207 calories within 100 grams containing high quality of iron and protein that canbe preferred by Tasmanian consumers (Simón-Moya and Revuelto-Taboada2016).

Target Market

Target consumer market for the new business will be the fitness aware consumers in Hobart and Launceston area along with specialty restaurants along with food markets. People that look for venison products of meat free from hormones along with antibiotics belong to the target market for company’s fresh lean meat as well as venison products.

Target Market Size

Target market size of the business is small, as company will develop goods focusing on wellbeing aware consumers demanding low fat and organic food. Considering the same, it might ensure that supply of organic venison can be of adequate amount that can facilitate consistent product supply for the target market (Jones and Penaluna2013).

Target Consumers Attained in Trading Area

Potential customers of the company will be the populace within the Hobart and Launceston area that look for superior value organic venison at competitive prices. Moreover, the customers those look for “venison rump steak” and “venison topside” will be the potential customers.

Target Customers of Product or Service

The target markets of consumer for company are the specialty restaurants and food markets. Moreover, health conscious people of the regions are also target consumers for the company’s organic lean meat (Thomas et al.2014).

Competitors

Business Structure and Activities

The major competitors of organic venison products offered by “Tasmanian Gourmet Venison Pty Ltd” will be a butcher in Launceston and two butchers in Hobart as they have previously acquired the organic venison from company as well as are observed to function as wholesale consumers.

Place

“Tasmanian Gourmet Venison Pty Ltd” recognized a land in Hobart for lease over the five years along with renewing options such lease over additional two years. The plant can have proper interior decoration along with walk-in old store. The building will have sales area covering 135 m2, 12 m2 cutting room and 80 m2 additional space which is unused these days for growth. Another outlet is deemed to be situated in Launceston after this outlet becomes successful and generates high cash (Makeover 2016).

Processes

The processes through which Tasmanian Gourmet Venison Pty Ltd will offer the products through maintaining clean quality, attractive facilities along with offering superior service. The company will offer organic venison through supplying them within specialty food markets and restaurants. Focus of the product supply process will be on maintaining constant supply, daily delivery service, convenient location, superior quality along with a comprehensive internet site that can offer service in all the segments of market.

Employees

Two proficient butchers might be employed for Hobart outlet. The employees will be responsible for developing unrefined meat products for trade in retail and wholesale markets. Moreover, four sales assistants working part time will be involved in awarding casual rates and the responsibilities will include offering organic venison products for its customers in retail segments over the counter (Liu 2016). Launceston outlet will employ two sales assistants and one proficient butcher.

Particulars	Amount (in $)	Amount (in $)
Current assets:
Cash		5,000
Accounts receivable		100,000
Inventory		150,000
Prepaid expenses		10,000
Total current assets		265,000
Non-current assets:
Plant and equipment	100,000
Accumulated depreciation	50,000	50,000
Buildings		150,000
Land		300,000
Total non-current assets		500,000
Total assets		765,000
Current liabilities:
Overdraft		20,000
Accounts payable		70,000
Provision for taxes		60,000
Accrued expenses		15,000
Total current liabilities		165,000
Non-curent liabilities:
Term loan		50,000
Mortgage		150,000
Total non-current liabilities		200,000
Total liabilities		365,000
Owner’s equity:
Contributed capital		300,000
Retained earnings		100,000
Total owner’s equity		400,000
Total liabilities and owner’s equity		765,000

Particulars	Amount (in $)	Amount (in $)
Sales revenue		1,200,000
Cost of sales:
Beginning inventory	150,000
Purchases	700,000
Less: Ending inventory	120,000
Total cost of sales		730,000
Gross profit		470,000
Operating expenses:
Salaries		200,000
Wages		70,000
Marketing		100,000
Occupancy		80,000
Administration		50,000
Depreciation		50,000
Interest		15,000
Total operating expenses		565,000
Net profit before tax		(95,000)
Provision for income tax		–
Net profit after tax		(95,000)

References

Barton, A., 2016. The Munch: An Integrated Business Plan.

Hofer, C., 2016. The Evolution of Business Plans in International Business Plan Competitions. In Models of Start-up Thinking and Action: Theoretical, Empirical and Pedagogical Approaches (pp. 145-211). Emerald Group Publishing Limited.

Jagwe, J., Ouma, E.A., Brandes-van Dorresteijn, D., Kawuma, B. and Smith, J., 2015. Pig business planning and financial management: Uganda smallholder pig value chain capacity development training manual.

Jones, C. and Penaluna, A., 2013. Moving beyond the business plan in enterprise education. Education+ Training, 55(8/9), pp.804-814.

Kelly, M., 2017. 10 Items Your Business Plan May be Missing.

Liu, A.J., 2016. An Algae Bioreactor Business Plan to Demonstrate Market Feasibility (Doctoral dissertation, California State University San Marcos).

McKeever, M., 2016. How to write a business plan. Nolo.

Roberts, C., Corcoran, K., Miller, M. and Smith, S., 2014. Business Plan Presentation.

Simón-Moya, V. and Revuelto-Taboada, L., 2016. Revising the predictive capability of business plan quality for new firm survival using qualitative comparative analysis. Journal of Business Research, 69(4), pp.1351-1356.

Thomas, D.F., Gudmundson, D., Turner, K. and Suhr, D., 2014. Business Plan Competitions and Their Impact on New Ventures’ Business Models. Journal of Strategic Innovation and Sustainability, 10(1), p.34.